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Management

“The problem is about 70% of leaders rate themselves as inspiring and motivating – much in the same way as we all rate ourselves as great drivers. But this stands in stark contrast to how employees perceive their leaders. A survey published by Forbes found that 65% of employees would forego a pay raise if it meant seeing their leader fired, and a 2016 Gallup engagement survey found that 82% of employees see their leaders as fundamentally uninspiring. In our opinion, these two things are directly related.

There is a vast upside to human leadership. As data from McKinsey & Company shows, when employees are intrinsically motivated, they are 32% more committed and 46% more satisfied with their job and perform 16% better.

As human beings, we are all driven by basic needs for meaning, happiness, human connectedness, and a desire to contribute positively to others. And leaders that truly understands these needs, and lead in a way that enables these intrinsic motivations, have the keys to enable strong loyalty, engagement and performance. As leaders, we must be humans before managers.”

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I just received in the mail the book The Dream Manager(Matthew Kelly).It was recommended to me by a new friend about a week ago. Here’s an excerpt from the very beginning of the book:

“A company’s purpose is to become the-best-version-of-itself. The next question is: What is an employee’s purpose? Most would say, ‘to help the company achieve its purpose,’ but they would be wrong. That is certainly part of an employee’s role, but an employee’s primary purpose is to become the-best-version-of-himself or herself…

The company exists for people. When a company forgets that it exists to serve its customers, it quickly goes out of business. Our employees are our first customers, and our most influential customers.

A person’s purpose is to become the-best-version-of-himself or herself.”

I’m looking forward to diving deeper into this book. Thank you, Scott Druhot, for the recommendation!

Update: I just finished this book during my lunch! Wow! I will be implementing these ideas with my leadership team soon! You need to read this book!

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Here are some of my notes from Day 2 of the Global Leadership Summit (#gls17) from this past Friday. I attended the remote site in Fort Wayne, Indiana (the largest remote site in the world).

Lazlo Bock (former VP of People Operations at Google)

“Often there is a gap between the values leaders talk about and the values they live.”

“Find the best people, grow them fast, and retain them.”

“The experience of our work should have purpose. Give work meaning. Have a mission that matters.” Lazlo cited a survey that found:

30% of employees feel their work has meaning

30% of employees need to work solely for the paycheck they get

30% of employees feel work is kind of fun

10% (he didn’t mention them – they’re probably outside on a break….)

“We must remind our teams of our mission all the time. It’s not a one-and-done thing.” How? Lazlo said that the best way to get our mission into our team members’ heads and hearts is through story-telling. But not just any stories – LIFE-CHANGING stories. These kinds of stories make a personal connection with our mission (I bet this work with our customers, too).

The Meaning of our Mission Matters. Here’s a way to uncover how we are connecting our mission to the people who carry it out as well as to our customers:

Ask: “Why do I do what I do?”…everyday.

Ask others why they do what they do.

Have customers share their stories. Make it easy for them to do this.

Repeat this process often

“Instead of giving quick answers to a team member’s inquiry on your opinion on an issues, ask them first: “What do you think?”

“Hire people better than I am.”

Julie Funt – CEO, WhiteSpace at Work

“When talented people are too overloaded/busy, work suffers. We tolerate overload.”

“White Space – that strategic pause taken between activities to reflect and think. Great leaders use white space. It can take the form of a personal retreat to an hour break to minutes.”

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My leadership team and I will soon be discussing how we can improve upon our coaching sessions. In preparation of this, I would like to solicit YOURfeedback. I would appreciate your responses in the Comment section on the following:

What makes an effective coaching session with a team member?

How often do you coach a team member? Once a month? Twice a month?

What is the difference between a team member who has experience vs one who demonstrates expertise? How does a team member move from experienced to expertise?

How should talk the most in a coaching session – the coach or the team member?

You may respond to any or all of the above. Just make a note of the question you are answering by typing the corresponding number and then your answer.

Thank you in advance for your participation. No matter what part of the world you are in or what your occupation is, please share your thoughts! We can all learn from each other.